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Bridging the Gaps: Generational Knowledge Transfer
Alberta Leading In Learning [email protected]
Edmonton, AlbertaJune 4, 2010
Performance
Knowledge
2
Agenda• Some Context & Insights• The Business Case• Knowledge Transfer Fundamentals• Generational Learning Preferences• Social Media meets KT• Generational Adaptations• Emerging Challenges
3
Context• Increasingly complex business, markets & missions
….it’s a VUCA* world!
• New digital workplace is enabled by an increasing mix of new and old technologies
…..resourced by multiple generations of workers
• More & more organizations are factoring cross- generational challenges and collaboration into their strategies and operational missions.
Hope is not a method!*Get There Early by Bob Johansen
4
Page 4
Business Drivers forGenerational Knowledge Transfer
When it comes to KT,how are you dealing with these changes?
CurrentRepeatable Processes
Authoritative Knowledge
Interpretations
Answers
Drivers for Change:• Cost of Operations• Regulatory Changes• Evolving
Technologies• Competition• Client Demand • Increased Tempo of
Operations• Shift in Workforce
Demographics
Future
AmbiguityAgilitySpeedInnovation
5
Some Insights (60 organizations over 16 years)
• KT is everyone’s job• Knowledge doesn’t move by itself• Good ideas & knowledge can come
from everywhere
• ‘Nice to have’ isn’t good enough
• Don’t underestimate the effort required by the source and receivers of knowledge
• Timing is everything
• Age & technology matter!
Content
Context
Conversations
EffectiveTransfer
It’s more about the flowthan the stock!
6
ContextualizedKnowledge
Docs
Firm to People& Markets
People to People
People to Content
Knowledge Flow & Transparency
Ability toCompete
CompetitiveParity
CompetitiveAdvantage
Hierarchy of KT Needs
Social NetworkingCommunities of Practice
Team LearningExpertise Finding
Source: Giovanni Piazza, and conversations with Nancy Dixon
7
Evolution of KT
Leveraging Explicit Knowledge• Capture & search content
1995 2000 2005
Leveraging Experiential Knowledge• Communities of practice • Expertise location• Group learning processes
Leveraging Collective Knowledge• Social connectivity•Informal & dynamic conversations•Learning in public
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What It Takes to Transfer Knowledge
• A need for the knowledge • Knowledge source(s)• Knowledge receiver(s)
[customer(s) for the knowledge]
• Relationship & trust• Application
– Context– Type of knowledge– Usage
And, it has to be fast or people will just go with what they already know!
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So, Why Generational KT?
PerformanceToday
PerformanceTomorrow
In service of extraordinary performance… KT ‘costs’ too much to be just about incremental
improvement!
KT
10
Why: Some Critical Knowledge Losses…
• NASA officials warn that “all of the knowledge about how to get to
the moon has disappeared from the organization.”
• A senior corrosion engineer in a major oil company retires and takes
with him critical knowledge about corrosion prevention. Two years
later, “extensive corrosion” causes a massive oil-pipeline spill
forcing the shutdown of 8% of U.S. oil production.
• The elimination of apprenticeship programs in the U.S. nuclear
power industry has significantly impacted their ability to design and
build new plants. They are unprepared to meet the renewed
demand and investment and are unable to deliver in a timely
manner.
11
Why: Some New Factors…
• There’s been a pause in the ‘brain drain’, but it’s only temporary……the combined forces of an aging workforce plus the increasing complexity of business knowledge have converged to create a profound gap in our ability to grow and add new value.
• Young people are bringing new experience and skills to the workforce…
…this knowledge is needed by boomers for everything from communicating to marketing to operating the latest computer systems.
12
Inflow / outflow of knowledge & experience: Demographics of a global consumer products company
Years Tenure
51%
have joined in last 5 yrs
1 year 5 years 10 years 15 years 20 years 25 years
62%
have joined in last 8 yrs
75%
have joined in last 13 yrs
Employee Population
Employee Population (10 years ago)
13
Who’s putting effort into bridging the gap between generations in
their workforce?
…where does this sit on your list of business priorities?
14
The Business Case for Generational Knowledge Transfer
Accelerate the transfer and use of existing know-how
Learn, decide & adapt faster than the competition
New Products
& Services
Step-Change in Productivity
Speed & Agility
Quickly access and build on experience & ideas to fuel innovation
A significant number of Millennials are needed to do the work required for growth!
15
The Gist of Generations• Members of a generation share a common
time in history
• This commonality creates generation-specific attitudes, values, preferences, and behaviors
• Differences between generations can affect: – talent management– interpersonal and team dynamics– communication – knowledge transfer
16
Some Caveats
• Generalizations about generations highlight trends
• There are many differences within a generation
and many similarities between
generations
• Generational definitions largely US centric, though have relevance to Europe, Canada, Australia
17
The Four Generations at Work
Generation Years Born Ages Today
Veteran or Traditionalists 1925 -
1945 64 -
82 years old
Baby Boomers 1946 -
1964 45 -
63 years old
Generation X 1965 -
1981 29 -
44 years old
Millennial 1981 -
2000 9 -
28 years old
Which generations are represented here?
18
Generations: Who's Who*
• Matures
or Veterans (born 1925-1945)
Veterans are loyal and have respect for authority. Prefer “command and control” leadership and will make sacrifices for getting the job done. If you look at the organizations controlled by people in this age range, you will see how powerful the members of this generation are. Also called Silents.
19
Generations: Who's Who*• Baby Boomers
(born 1946-1964).
These were the children born following World War II. There was a massive increase in the birth rate, known as the Baby Boom, which began shortly after the end of the war. They are very competitive and have faith in their ability to change things for the better. They are optimistic and idealistic but realize that loyalty is “dead.” They have much understanding of the history of the organization, enjoy leadership roles, are good team players and like to be recognized for their wisdom. Social scientists are beginning to study the second half of the Baby Boom (born 1955-1964) to identify differences from the early Boomers.
20
Generations: Who's Who*
• Gen Xers
(born 1964-1981) The group identified as Gen X began when the birth rate decreased after the end of the Baby Boom. The term Generation X became widespread after the publication in 1991 of Douglas Coupland's book of the same name. Gen Xers have seen much failure in public and personal institutions and trust themselves rather than institutions. They tend to be skeptical and independent and want work life balance. They dislike rules, red tape, corporate politics and prefer “business casual.
Sources: Center for Creative Leadership "Emerging Leaders" Research Study; Generations at Work, Zemke Raines and Philipczak (2000); When Generations Collide, Lancaster and Stillman (2002)
21
Generations: Who's Who*
• Millennials (born 1981 – 2000)Very techno-savvy, value diversity and have a global perspective. Want lots of feedback and ongoing communication very entrepreneurial and expect managers to help their professional development. Don’t expect to stay in one job or career for too long.
What stands out from latest research*:– Work & jobs ‘with meaning’
trump desire for wealth– Don’t handle feedback effectively
Sources: Center for Creative Leadership "Emerging Leaders" Research Study; Generations at Work, Zemke Raines and Philipczak (2000); When Generations Collide,’*Lancaster and Stillman 2010* global research
22
Some Generational Differences at Work
• Attitudes and expectations toward work
• Work styles
• Job satisfaction criteria
• Rewards & benefits
• Learning styles/preferences
• Communications (technology)
23
Generations and Knowledge Transfer
In knowledge transfer age matters.
• Pay attention to the receiver, not just the source
• Generational learning styles and motivations matter
• Not all generations are equally different
• The digital divide is extremely important
Source: The Conference Board, research report of the Multigenerational Knowledge Transfer Research Working Group to be released June, 2008
24
Generational Clash Point
“chain of command”
Traditionalists
“change of command”
Boomers
“self-command”
Xer’s
“don’t command –
collaborate!” Millennials
Source: Lancaster & Stillman, 2003
Do we need to be concerned?
25
Boomers and Matures
Formal learners– Based on how they learned to learn
– One way communication
– Reading, text driven
– Linear
– Deductive and abstract
– Traditional lecture format
26
• Visual stimulation
• Few words
• FUN
Gen Xers
Combination of informal and formal
learners
27
Millennials
• AttentionaldeploymentMaterial must be:
• Immediate ♦
Social Connectivity– Interactive
– Engaging * Informal learnersSource: Oblinger & Oblinger
Visual/spatial skills highly developed
Expect speed and fast response time
Inductive discovery
Visual images
28
The Generational Digital Divide
DigitalNativesGen Y
Digital Immigrants
MaturesBoomersGen Xers
29
The Social Dimension of Learning – Connectivity
• The “social”
dimension of learning takes new form for Millennials
• They openly seek input
from many people and online
• Preference for working in teams or interacting
peer to peer
(face-to-face or
virtually)
• Still want direct interaction with experts
Sources: Oblinger & Oblinger, Brown, Murphy and Spark
30
Generational Learning Styles & Preferences
Comparison of Previous vs. Current Learning Styles
Characteristics, Dominant Learning Style of Previous Generations
Characteristics, Dominant Learning Style of Virtual Generations
Linear Acquisition of Information Nonlinear (hyperlinked) logic of learning
Focused mainly on facts and knowledge acquisition
Focused more on deutero-learning (learning how to learn)
Guided Learning Autonomous learning
Learning in specified time periods Learning 24/7
Face to face learning Interactive virtual learning
Learning as Individualistic Learning as Social
Rote learning Analogical learning
Learning & KT 1.0 Learning & KT 2.0
31
Millennial Preferences That Demand KT Attention
• Communicate, engage and ‘learn’ online• Adept at gathering information and sharing with
peers• Spirit of openness• ‘Multi-tasking’ as a way of life (and work)• Geared for teamwork• Natural networkers• Empowered
Isn’t this the workforce we’ve been trying to create … Generation Virtual?!
32
In Their Own Words…
“ Millennials communicate differently. One PR woman I spoke with told me her daughter tried to quit her job via email.”
“My boss just sent me an email to let me know my services were no longer required.”
33
34
Relevance to Knowledge Transfer Practices
“The traditional methods are outdated, take too
long and are not keyed into the incoming
generation’s ethos…” -- Karl Kapp*
*Author, Tools and Techniques for Transferring Know-how from Boomers to Gamers
35
Leveraging New Social Media• The latest tools for
communication and collaboration align with the learning preferences of Millennials
– Digital & online– Just-in-time– Brief– Informal– Rich media
36
37
Proven Knowledge Transfer Methods
Specific Knowledge
Expertise
Same Context
Different Context
Mentoring
Formal Education
Interviews Apprenticeship
Digital Knowledge Capture
Action Reviews RetrospectsPeer Assists
Training
Communities of Practice
Blogs
Podcasts
Wikis
Case Histories
Master Classes
IM Twitter
‘Serious’
Games
Simulation
Analytic Knowledge
What are some ways you are transferring knowledge across your multi-generational workforce?
38
“Biggest Bang for Buck”
Specific Knowledge
ExpertiseAnalytic Knowledge
Same Context
Different Context
Fast Learning Processes
Communities of Practice
Social Media Mentoring
Knowledge Capture
39
Generational Adaptations: Mentoring
• Virtual environments to connect mentees and mentors
• Use Texting and Twitter ‘in the moment’ to support mentorships when the need is most relevant
• Group mentoring via Discussion Forums or Wikis for different time, different place interactions
• Reverse mentoring to help boomers with new social media, and to engage Millennials
“I suppose I could use Instant Messaging to communicate in real time with those I mentor ..not just scheduled meetings”
- Boomer in global chemical company
40
Fast Learning Processes
Plan AnalyzeExecute RS
PA
AR
RS
AR
PA Learn Before Doing:Peer Assist
(2 hrs to 2 days)
Highly relevant,timely knowledge transfer
AR Learn While Doing:Action Review
(15 min)
Immediateimprovement
Learn After Doing:Retrospect(2 to 4 hrs)
Creating &capturing knowledge
AR
PAPA
Any Project, Program or Work Process
AR
41
•Targets a specific business challenge
•Seeks insight from peers outside the team
•Identifies new possibilities, options & questions
•Improves plans before they are implemented
•Providers of knowledge often learn something new to take away
•Initiates or renews Networks/Communities of Practice
Facilitatedwork-session before
the work is started, lasting anywhere from 2 hours
to 2 days in duration
The Peer Assist:Learning before doing
42
• The challenge: BP’s first attempt at entering the retail market in Japan, and opening up their first gas station on a highly competitive street corner in Tokyo
• The participants: Highly diverse local team & visiting peers from US, Scotland, England, Japan, Moscow, Venezuela and China & building contractors from the US & UK
• The issue: Participants not speaking up about ‘the elephant in the room’ , which minimized sharing or their good practices
• Message: Sharing social experience builds the relationships and trust needed for open conversation & knowledge sharing
Peer Assist Example Accelerating Retail Market Entry, or
Getting Naked in Japan!
43
Virtual Peer Assist: Cement Casing Example
• Norway drilling team is two months away from setting casing in a deep water, high pressure well of the coast of Norway
• The Business Unit hasn’t drilled or cased a well in this environment in 30 years
• Sought drilling engineers (visiting) peers from around the globe that have set casing (cement) in high pressure wells before – found 8 that could participate in a virtual PA
• Didn’t know each other, 50% Millennials• In 2 hours, visiting peers shared enough
cementing knowledge to change the Norway plan
• Reduced their cementing costs by $2 Million
44
The Action Review Learning while doing
4 Simple Questions:
•What was supposed to happen?
•What actually happened?
•Why is there a difference?
•What can we learn from this and
do right now?
After any event, sub-task or milestone -
just 15 minutes to improve work for tomorrow, while building team
relationships, trust and learnings
45
The Retrospect: Learning after doing
• What was the objective of the project?
• What did we achieve?
• What were the successes? Why? How can we repeat the success?
• What were the disappointments? Why? How can we avoid them in future?
• ‘Marks out of 10’
Facilitated, forward looking team meeting (half- day), soon after the project has ended
46
Generational Adaptations: Fast Learning Processes
•
Younger generations are more inclined to seek input from multiple sources…but need prompting to speak up and share their experiences
•
Gen Xers and Millennials may be more inclined to participate if the session is held virtually
•
Consider using a Wiki to provide a collaborative space for all participants to document the proceedings
•
Use ARs with Millennials to keep them from ‘failing too far’•
Boomers prefer stories of experience more than Millennials …
but it’s really how you tell the story!
“Be quick concise and to the point.”-- Millennial employee in global pharma company
47
Communities of Practice• Intentional groups dedicated to sharing
knowledge among practitioners
• Common and specific sense of purpose– Not boilerplate– Stewardship
• Relevancy to today's and/or tomorrows business or mission
• Operate though trust, reciprocity & recognition
• Respected, passionate & trained leaders– Know how to engage and influence– Often a shared responsibility
• Easy to use, virtual (IT) connection place– Discussion forum– Place to store collective know-how
• Meet face-to-face once in a while
48
Why Communities Work: Effective Knowledge Transfer
Timely, trusted,highly
relevant knowledge
Content
Context
Conversations
Effective learning
"Experience is not what happens to a man. It is what a man does with what happens to him."
Aldous Huxley
49
Generational Adaptations: Communities of Practice
• Open up your community to practitioners past, present and future
• Offer a choice of social media tools with guidance in their application to support interactions and knowledge exchange preferences of multiple generations
• Support sub-setting of CoPs to facilitate conversation among generational peers, but ensure relevant ‘nuggets’ and issues are passed to the broader CoP membership
• Provide an experienced CoP facilitator to observe, coach & promote cross-generational interactions
Content
Context
Conversations
50
Digital Knowledge Capture: Making Knowledge Explicit
• Laborious• Time
consuming
PerformanceHistoryPerformance
HistoryPerformance
HistoryPerformanceHistory
Common themes and learning, nuggets of insight, consistent
advice, quotes, sound bites, and key documents
• Creative• Value-adding• Essential
51
Generational Adaptations: Digital Knowledge Capture
Use social media to make content more ‘rich’ & contextual – voice, video & graphics
Small chunks of knowledge content via Podcasts and Videoclips (UTube)
Wikis for collaborative, open & dynamic authoring & editing
Ask novices what they would like to know
Make the highly visible & easily accessible
“I just want to Google it”- Millennials in Insurance Company
52
Surprise Example: A-Space• Making use of the cognitive diversity that exists across sixteen US
Intelligence Agencies to address adaptive challenges• A Facebook-like environment in which analysts collaboratively
create new meaning out of diverse ideas to break through long held assumptions
• Provides a conversational format to engage in joint sense-making • Builds networked relationships without the costly time investment
required to maintain “strong ties”• Reinforces the value of asking questions of colleagues• Non-hierarchal nature results in younger analysts feeling that it is
okay to offer their thinking even if it is not completely formed
Provides a venue for seamlessly incorporatingcognitive diversity to address complex issues.
Source: How A-Space is Shaping Analysts' Work by Nancy Dixon, June 2009
53
Social Media…A Force Multiplier for KT!
The ‘Promise’
of KT• Leveraging explicit
know-how • Enhance efficiency of
repeatable processes• Learn faster than the
competition• Retain the knowledge of
our aging workforce
Step-Change in KT• Leverage collective
experience, from everywhere
• Frictionless flow of knowledge across the value chain – from ideas to implementation
• Learn & adapt faster than the speed of change
• Accelerate growth and retention of people & K
• Engage across generations & boundaries
Social media• Self-expression, ‘narrate your work’• Increase connections, internal & external• Organize w/o overhead of organizations• Mass collaboration• Transparency
Performance Today
Performance Next
54
Knowledge Transfer Across Boundaries:
Emerging Challenges• Open collaboration• Connection across the entire value
chain• Experimentation• ‘Learning in Public’• Convening conversations without
controlling them
The next successful people will be those that facilitate the flow & transfer of knowledge across generational, geographical & functional boundaries…in what ways are you enabling this?